industry,
especially
the rapid growth of the network,
is bringing unprecedented changes to our economic,
social
and cultural life.
Century we will fully usher in the network era.
Faced with the new challenges of the network era,
enterprises
enterprise
to gain a competitive advantage,
human resource development and management can not be ignored.
By adapting to the new
challenges of dramatic corporate changes and turbulence in the network era.
Promoting corporate organizational development,
process restructuring and management change,
exploiting and enhancing the potential of human resources,
has become the unshirkable responsibility of corporate human resource management
workers.
Keywords:
Network era;
Human resource management;
Knowledge-based organization;
Core competitiveness
Chinese Classification Number:
Literature Identifier:
Article Number:
The century is an era of informatization,
and at the same time is an era of multiple
changes. This brings many new
impacts and challenges to the enterprise's human resource management, and causes some new
thinking of the enterprise's human resource managers.
Enterprise development should be consistent with the general trend of networking,
individual
personal development should also be consistent with the general trend of networking. Grasping the network opportunity
determines not only the fate of the enterprise, but also the fate of every
person.
In the age of informationization,
Knowledge management has become a megatrend in the enterprise
industry,
and the basis of value creation becomes human resources.
The traditional
manufacturing
cost is the cost of machinery and equipment,
while now the enterprise
especially the emerging
industry,
is the cost of labor. Federal Reserve
Chairman Alan Greenspan once said,
"
The so-called new economy,
is actually one in which people
are the main driving force
"
. That is to say, people determine technology,
people determine
business,
people determine development,
so the basis of value creation is more
focused on human capital. Human resource management is subject to both the
influence of networked
and the development of networked
at the same time,
so the basis of value creation
focuses more on human capital. The way human resource managers operate
style,
processes,
and
some of the modes of thinking have a great impact,
at the same time, the level of our management
of human resources and methods of human resources management is in turn affecting the development of the network
development. This is the impact of the network era on human resource management.
I. Challenges faced by human resource management in the network era within the enterprise
,
Enterprises will face increasingly fierce competition for talent
In recent years, China's consumer price index has declined, and if
simply from the point of view of the consumer price index, the increase in the cost of labor
value will also be decreased year by year. will decline year by year.
But the reality is not so,
The increase in labor costs
value not only did not decline but increased faster and faster. The reason for this is that labor
costs are becoming more and more predominant in competing in the marketplace. There are two advantages to high absolute values of labor
costs: first, the stability of talent
is good,
that is, high wages paid,
good treatment,
and relatively low turnover;
second,
competitiveness in the market for obtaining talent is good,
provide Salary treatment
high,
development opportunities are good,
to poach talent or the market to compete for other companies
talent is to have a certain advantage.
But from the enterprise point of view,
Labor costs
the project is expanding, the absolute value of labor costs are rapidly increasing
increase,
enterprises bear more and more risk.
The competition for talent will become a
non-nitrous war.
,
The change of concept will become the pioneer of enterprise change
The century is a century of change,
In this century everything is
changing,
And the change of technology,
products,
the change of the organization,
First of all, it is dependent on the change of the view of the
concept.
Only when concepts change,
can people's attitudes change;
when attitudes change,
can actions change;
when actions change,
can they lead to a change in the end result.
These are the reasons for the change in attitudes,
and the reasons for the change in actions.
Becoming a pioneer of corporate change,
the pace of change
is getting faster and faster,
and the amplitude of change is getting greater and greater.
The purpose of change
is to look for new chances,
new opportunities after the change.
,Efficiency will become a
criterion for measuring the work of human resource management
First of all,
process management becomes a key to high efficiency.
This requires
changes in the management of our various business processes.
Secondly,
in a competitive environment, performance management is a key to efficiency. Thirdly,
under the general trend of knowledge economy,
technological
innovation is the key to high value-added. That means you must have technological innovation
and a monopoly position to get high value-added.
You do what everyone else does,
then what you do has no advantage over others.
, employment will become a new
with the task of a new
model
Traditional management is personnel affiliation is dependent on the department, you
is
business unit, he is
business unit, each personnel are fixed in
in a certain department,
this is a traditional organizational structure.
In the age of networking
People's affiliations will no longer be attached to a department, but will change with the
business.
That is to say, where there is this business,
it goes to which
department. Departments are no longer organized purely by function but by
utility.
Doing
does not have to be attached to
departments,
doing technical does not have to be recorded in the technical department, but according to where
can play the greatest utility.
,
The structure of the organization will become a multi-variable combination
Traditional organizational structure such as the development department, manufacturing department, etc. are
stereotyped,
unchanged for decades. With the advent of the network era,
this structure
will change dramatically, and the traditional organizational structure by business chain
will not exist in the enterprise, and what emerges is a kind of variability of the group
combination.
What kind of structure an enterprise has,
what kind of business
processes may be generated,
what kind of business process will produce what kind of business effect
results,
organizational structure will become a kind of multivariate combination. The so-called multi-variable combination can be
said this way, as if each department is a functional block of sawmill,
may be a rectangular square or cylinder,
may be triangular,
each
each
department according to the enterprise's strategy randomly collocation and combination,
just like deformation
King Kong,
not care of the original is the same as the original business processes,
the organization structure will become a kind of multi-variable combination. p>
Don't care what the original is,
but look at the most effective results.
,
Employee development will become the most effective incentive
There are many ways and theories of incentives, and the focus of incentives in the network era
is the development of employees.
Salary,
Welfare and other treatment is very important,
Stocks,
Options
and so on are also very important,
But the most important is the development of employees,
So the
development of employees should be prioritized to locate the development of the enterprise with the development of the concern for the development of employees actually
Internationally is the focus of the The development of the enterprise. Therefore, each enterprise should be able to provide employees with
a broader development space, an effective career growth
road.
,
Employee relations will become a proactive advocate of the relationship
Employee relations in the early days of the enterprise and the employee's labor relations
System,
Then the labor relations of the enterprise is a passive response.
Employees
complained,
were dissatisfied,
strike,
and companies began to think about countermeasures,
and many negotiators emerged
who were able to effectively resolve labor conflicts.
Society,
Enterprise development to the present day, the interests of the staff and the interests of the enterprise can be
coordinated,
In this condition,
Employee relations has become the enterprise on the move to advocate the work of the
guide, employee relations has become the human resource management of a hot
points and difficult to effectively combine the interests of the staff and the interests of the enterprise,
This is the first time in the history of human resources management.
To effectively combine the interests of employees and the interests of the enterprise
is the highest state of human resource management.
In this new staff
management concept, the staff of the original kind of passive coping with the type of labor relations
will become a new form of active advocacy of employee relations.
Second,
The new trend of human resource management
People-oriented will become the network era of human resource management
Core concept
In the face of the network era of the knowledge-based economy and society, knowledge requires knowledge
Knowledge and information **** enjoyment, the network to make the organizational structure of the flattening of the
Capability to be
Capability. p>Capable.
On the one hand,
network-distributed organizational structures have replaced fixed work
departments or positions, and
cross-functional,
cross-departmental teams have emerged. Within the enterprise
,
teams are independent of each other and
complementary to each other,
resulting
in a synthesis where the whole is greater than the sum of its parts. In this case,
a team is composed of members who are autonomous according to their specialties
(
not their positions
)
and the needs of the task
and the team's performance can be evaluated based on the completion of its tasks
and then be rewarded accordingly.
On the other hand,
the network has streamlined the middle management, which is primarily
responsible for communicating information up and down the chain of command. As a result,
there are fewer higher positions in the enterprise,
feeding the
traditional promotion paths, leading to a significant reduction in the opportunities for upward mobility along the organization's
hierarchy, and in the human resource development system of the enterprise adapted to the future development
where the job is not a position but a
task,
while the task is a task,
and the task is a task.
At the same time, tasks are constantly changing. In the future stable,
mechanical
mechanical,
repetitive jobs will be largely replaced by machines,
or will be
"
outsourced
"
eventually leaving only the cerebral ,
creative work.
"
Knowledge
workers
"
Use their knowledge and creative abilities to
provide added value to products and services
. People no longer pursue senior management positions as the main goal of their
career development,
they need trap
autonomy
and work flexibility
in order to perform at a higher level of productivity,
thereby, as a manager
they must be good at communicating and creating a relaxed working atmosphere.
With the continuous improvement of
technology level, the position of employees in the enterprise is more and more
important,
People-oriented,
Satisfy the requirements of the quality of the staff's work and life will be
for the network era, one of the core objectives of human resources management. Employees not only
want to get fair and reasonable adequate compensation and opportunities and conditions for self-development,
but also want to get occupational safety and security. In other words,
companies will eventually
realize that what employees need is not a job but a career.
Organizational redesign will become the institutional background of human resource
management in the network era
The organizational design in the network era will change the traditional practice of organizing R&D,
production,
marketing,
financial and other business departments based on their functions, and
implementing the
flat organizational structure.
flattening and networking in terms of organizational structure. In the traditional pyramid
style organizational structure,
the emphasis is on command and control,
the importance of clearly describing
employees' tasks,
and therefore the organization's expectations of the employees are clear;
employees
employees are also promoted vertically in a line of promotion, and the promotion implies an increase in responsibility
greater,
increased status with higher compensation;
all
information on human resource management is centralized at the top management level of the organization.
In contrast,
in a flat
organizational structure,
emphasis is placed on empowerment of employees,
with authorized employees
organized into work groups; the organization encourages employees to expand their work
capacity
to increase versatility and flexibility;
training systems and compensation systems
are also used. >The training system and compensation system
are both supportive of level advancement.
In networked organizations,
multiple companies each
form their employees into various work groups to
accomplish specific tasks,
such
work groups usually include experts in various fields and generally place a greater emphasis on
employee participation in management, reconfiguring the boundaries of the organization. Over the past
-
years, the command-and-control-based, centralized approach to decision-making and resource allocation that dominated the industrial economy has
given way to more flexible organizational mechanisms.
The
Jack?
Welch called it:
"
The key to ensuring an organization's success in the future is to have the
right person to solve the most important business problems, no matter what level of the business and position in the organization, and no matter where he is in the
world.
"
It is a vivid depiction of this mechanism.
In
practice,
the most important thing is to get employees to work together across functions
and to make sure they have access to the accommodation they need and the power to make decisions
.
Trend-wise,
Human resource management will place more emphasis on the responsibility of the individual employee
and the work group in the development of the employee's future, the work group
group in the performance will become the core of attention, the kind of purely emphasis on the employee's personal
personal incentives will be a history of the strategy.
,
Technology has become the
foundation
of human resource management in the network era
With the wide application of
technology,
enterprises will be in the
"
electronic
business
"
era context of competition and development,
management reengineering and process reorganization
will become an important
means for enterprises to break the traditional rules and acquire new competitive ability. The business rules and
"
sectional system
"
management model
are no longer adapted to the growth and development of enterprises in the era of network, and have even become a serious shackle to the survival and development of
enterprises. And the human resources department is no longer
a layman or a slave of technology, information technology will be more widely used in the
human resources work field. Enterprise human resources management
management fully built on the enterprise networked organizational structure, and break
enterprise boundary limitations.
Research and exchange,
communication within and outside the enterprise will be
more rapid. In human resources and employee relations, job vacancy announcements
,
expert searches,
employee training and support, and
distance learning
will all
effectively utilize the Internet.
Using
technology to help companies create virtual organizations and implement
virtualized management to effectively utilize all available
resources throughout society.
Technology is used to help companies build a knowledge management system
and
create a learning organization
to help companies gain competitiveness
for long-term development.
An organization must have the ability to
"
how to learn
"
and
learn faster than its rivals, which will become the only lasting
competitive advantage.
Three, corporate human resource managers to deal with the challenges of the network era
Countermeasures
Not adapt, or perish. The fast-changing competitive environment in the network era
environment, which makes the enterprise human resource management managers must face up to the changes in the field of human resource
source management, and actively carry out the functional transformation and role positioning
position. There have been more and more enterprises in the realization of the establishment of their own competitive
competitive advantage is the key to how to establish and run an effective human resources management
management,
enterprise senior managers have great hopes for this.
Enterprise human resources
Resource managers only comprehensively meet the challenges of the network era, in order to play a due role in the development of enterprises
.
, human resources managers should adjust the transformation of human resources management
functions
Enterprise human resources managers will gradually be freed from operational, administrative
affairs, more engaged in strategic human resources management
work.
So,
Enterprise human resource management department has gradually from the original
non-mainstream functional departments, but become the enterprise operation business
strategic partners. Human resource managers are increasingly involved in corporate
strategy,
organizing business activities,
leading change,
building competitive advantage,
disseminating functional skills and taking on the role of employee advocates and champions,
as well as being accountable for employee performance and productivity,
(
). p>(
See table
)
Many
foreign companies have a vice president directly in charge of human resources management, which
increases the strategic value of human resources in the company, and ensures that the company's human resources policy is in line with the company's development strategy.
Table
Transformation of the HR function
From
to
Functionally oriented
Strategically oriented
Internally focused
Customer-focused
Passively reactive
Promotively active
Administratively managed
Advisors
Activity-driven
Value-driven
Activity-focused
Effectiveness-focused
Narrow vision
Broad vision
Traditional approach
Thinking about nontraditional approaches
Mutual mistrust
Partnerships
Centralization of decision-making power<
Decision-making power is decentralized
Behavioral
Problem-solving
, HR managers should have more comprehensive human resources
Source management skills
Human resources managers need to have the appropriate globalization of human resources
Source management skills,
Understanding and mastering considerable business knowledge,
and the ability to speak the same
"
language
"
as the business units. Human resource management has increasingly
emphasized its important role in the corporate value chain, which lies in its ability to provide additional services to
"
customers
"
both external to the organization and within the organization
.
departments to provide added value. This internal provision not only enables
customized services for business units, but also highlights the value of HR
management and
strengthens the position of the HR department.
Human resources departments
should move from
"
center of power
"
status to
"
service center
"
. Human
resource managers must have a new way of thinking about what kind of HR services
"
customers
"
need and how to provide those
services
and
creating and how to provide these services
by creating authority in the organization.
Human resource managers should reposition their human resource management roles
down
page
----- ---------- ---------- ---------- ---------- ---------- --------
Previously on page
According to Prof. Walrich
(
)
of the University of Michigan,
as a helper for
businesses to gain competitiveness, human resource management should be more focused on the output of the work
rather than just getting the work done.
Based on the
human resource management
strategic decision-making,
administrative efficiency,
employee contribution and the ability to change the
four in the four outputs, Woolridge summarized the four
basic roles of human resource management:
strategic human resources,
management of the organization's mechanism structure ,
managing the level of employee contribution,
and
managing transformation and change.
Table
Human Resource Management Roles
Roles
Differentiation
Effective Outputs
Outcomes
Visualization Metaphors
Behavioral
Managing Strategic
Human Resources
Implementing Strategies
Strategic Partners
Integrating Human
Human
Resources
and
Economic
Operational
Strategic
Managing Organizational
Mechanical Structures
Establishing Effective Mechanisms Structure
Functional Specialists
Re-engineering of organizational processes:
"
***
Service offerings for enjoyment
"
Managing the level of contribution of employees
Improving the competence
and engagement of employees
Employees' Supporter
Listening
and
Responding to
employee
ideas
:
"
Providing employees with the resources they need
"
"
"
"
"
"
"
"
"
"
"
"
"
"
". >"Managing Transformation and Change
Creating a Brand New
Organization
Change Agent
Managing Transformation and Change:
"
Preserving
Ensuring Resiliency
"
In short,
in order to successfully meet the challenges of the network era,
and
take full advantage of
the utility of human resource management, corporate human resource managers need to master
four major core skills:
I.
Mastering the business. Requirements for human resources practitioners
personnel to become part of the core business,
management,
understand and participate
in basic business activities,
with a strong strategic business orientation. II.
Mastery of human resources. It means that human resource management ensures that basic management
and practices are harmonized with each other,
and assumes administrative functions. Third,
Personal credibility
Reputation. It means that human resource practitioners should have good interpersonal influence
capabilities,
problem solving skills and innovation.
IV.
Mastery of change.
Requires
HR managers to know how to lead corporate change and reorganization.